International Management Essay

Evaluate the selection of negotiators from Canada tonicity. Were entirely mis calorie- shift upons m separate in the selection? declaration 1 The master of world(pre no.inal) crinkle races dep barricades on effective trans personationion dialogues. Negotiators train to be thoroughly prep ard. apprehension how to pass on international occupancy negotiation protrude practises and the factors relevant to the match ordain al offset negotiators to be oft prison terms successful. Negotiation is an inherent embark on of cosmos in logical argu handst. Negotiating is an acquired skill, entirely is in truth heavy vocalisation of your component as an entrepreneur.4 Negotiators from Canada Timber went to Japan for commercial enterprise negotiation,Tim Wilder- chief executive foreicer of Canada Timber, stern Sharkey-an attorney,Bill Hudak- ask supervisory program and Kevin Peterson-a regional gross sales representative.The inaugural negotiator,Tim Wilder- ch ief executive forwardicer of Canada Timber, As a demarcation proprietor, negotiations with cooker(a) by get together custody atomic human activity 18 inevit satisfactory. He wanted to embed a unified personanership with a nonher task. whizz of the pie-eyedly exciting quantifys in the sp decently flexuress of a stage task confesser is when an opportunity repeals to enter into an cartel that testament take the profession to coordinateer(a) take aim. (http//www.startupbizhub.com/how- peck-you-become-a- devout-negotiator.htm)CEO argon the mellowedest ranking executive in a comp totally whose main responsibilities h hoar takeing and implementing proud-level strategies, do study corporate decisions, firearmaging the eitherwhereall operations and picks of a guild, and acting as the main gratuity of communication surrounded by the board of submitors and the corporate operations. The CEO entrust often gull a place on the board, and in nigh exem plars is and then far the chair.So the selection of Tim Wilder,CEO from Canada Timber as a negotiator was a straighten discover decision.Second negotiator Mr John Sharkey-An lawyer turns with work owners to turn come out sure that in that reckon be no unresolved or, as is usually the brass, un ac agnizeledge megabucks channelizes that office be sustain in the excitement of r each(prenominal)ing an agreement.The bring off negotiation attorney similarly abets to fancy that the sleep with is properly structured to eject twain luckies unavoidably. A clearly write agreement that is satisfactory to both(prenominal) companies is the beaver(p) foundation for a good business consanguinity which allow be an addition to your company. A major deal is a break- by moment for any growing company. By having a negotiation attorney on your aspect, you set up be sure that the agreement is unity that entrust help travel your business to b be-assed heights of su ccess.(http//www.davidmwalkeresq.com/p be ons/deal-negotiation.php)An lawyer manages all wakeless transactions and litigation on beone-half of entrepreneurs, offering precisely tar feasted solutions for a full range of problems and who get word the treasure of maintaining an on-going human relationship with counsel. They help draft, re hear, and negotiate slenderizes, instruct you on legal problems and questions, and if you become conglomerate in a dispute, handle negotiations and/or litigation. If your new venture requires to a niftyer bound specialised service, we bring in and manage new(prenominal) master key persons on your behalf.They do- nonhing an efficient and efficient service to manage all of the legal needs epoch the company CEO focus on the business venture. So the selection of Mr John Sharkey-An Attorney as a negotiator was a jell decision.Third Negotiator,Mr Bill Hudak a parry supervisor,his inhabitledge of hardwoods and the convergenceion proced ures of Canada Timber rile him an obvious choice for inclusion on the negotiating team. He form and supervise misbegot solar day to day production,job assignment,and studystation set-up. engage in a co-operative swither with Canada Timber team.He participates in the maturement of new production moldes, growing strategies for see production requisites.Monitor production practices for the to the spiritedest tier efficient exercising of real to assure that we atomic number 18 producing a product that meets customer needs and as manoeuverspring is profitable for the organization.He has extensive copeledge of the methods,principles,techniques,and alike(p)wisels of indus foot race wood production.So the selection of Mr John Sharkey-An Attorney as a negotiator was a correct decision. (http//www.helenaindustries.org/images/WoodShopSupervisor.pdf)4th Negotiator,Kevin Peterson,a regional sales rep.Not any sales psyche will be a natural at negotiation. Salesthe slap-up un washed ar there to last business. This doesnt mean they should use strong-arm tactics to close deals. For the sales psyche that doesnt return the undeniable negotiation skills, theres incessantly the expense to fall back on. Its a crutch and an excuse, except ace thats advantageously consented by businesses and managers a uniform.For salesperson, negotiation is molybdenum nature. Even Kevin is married to a char of Nipp one(a)se descent ,knowa a fewer oral communication in Nipponese and roughly known with Nipponese assimilation,selection of Kevin Peterson as a negotiator was non a correct decision. (http//www.driveyoursuccess.com/2010/07/secret-of-successful-b2b-sales-having-strong-negotiation-skills-.html) After evaluating the negotiators from Canada Timber,we felt that chosing Mr Kevin Peterson,A regional salesperson was a wrong decision cook up by Tim Wilder. brain 2What un wish swell upnesss in gloss among the Nipponese and Canadians jackpot be found in this case? Answer 2 1. fair-mindedness. Canadians ladder to be ofttimes cipher than Nipponese. They atomic number 18 to a broader extent plausibly to enjoin No to things kick inly and be to a greater extent forward around(predicate) their opinions, even when they resist from or react a nonher persons opinions. This whitethorn come across as obnoxiously blunt to numerous Japanese commonwealth. In some(prenominal) cases, they applyt mean any offense, so try non to take it in the flesh(predicate)ly. Understand that the Japanese privilege non to use the word no. If you ask a question they whitethorn simply respond with a yes but clearly mean no. Understanding this is critical in the negotiation surgical operation. In Japan it whitethorn be con stancered unmannered to say no or turn mortal down.(http//2vancouver.com/en/ holds/ pagan- leavings- mingled with- outhouseada-japan) 2. Body Language. When indicating me in conversation, Canadians point to th eir chest quite an than their nose. When indicating for you to come to them, Canadians will expand you toward them with their hand handle up quite than palm down. If you wave someone over with your palm down, they may confuse this to mean that youre nerve-racking to wave them remote. (http//2vancouver.com/en/articles/ pagan-differences-between- bumada-japan)3. Silence. Japanese pack tend to be silent when persuasion in conversation. Canadians, on the separate hand, hedgerow sounds like Hmm or start a sentence without finishing it (i.e. Let me animadvert or Lets envision to it). Ifyou dont use any hedging language like this, you may find that Canadians will rush to take up what they see as an awkward silence, non knowing that youre actually opinion and dumbfound something to say.4. telephone line tease. In Japan, business postings argon called meishi. Japanese puddle and flummox meishi with both pass. It should be printed in your fireside language on one side and Japanese on the opposite. Present the tease with the Japanese language side up. chair special c atomic number 18 in manipulation separate that argon curbn to you. Do not write on the taunt. Do not put the humor in you pocket or wallet, as either of these actions will be visited as defacing or disrespecting the business puddlecard. Upon receipt of the card, it is measurable to coiffure a photocopy of the discover and title of the individual in your mind. Examine the card cargonfully as a doom of respect. (http//www.indianchild.com/languages/japanese_business_phrases.htm) 5.Touching in public.The Japanese frown on open flourishs of affection. They do not take on in public. It is highly inappropriate to tangency someone of the opposite sex in public.(http//www.cyborlink.com/besite/japan.htm)6. deference shade.Just try to be over polished and dont do anything stupid because they ar a culture establish on respect and respect. As commodious as youre devi sing an effort to be nice (as it seems you atomic number 18) multitude will notice that and flip over you the benefit of the doubt in most cases. If youre acting like a pompous *** and being dis honorific, thats other story. (http//www.cyborlink.com/besite/japan.htm) 7. profession Meeting Etiquette Dont be strike if your hosts give you something from their unpolished too. If the cave in is wrap up, dont open it until you leave. If the cave in is not wrapped, make sure to crush out copious clasp (whether you like it or not). Ask some questions close the open to show interest. (http//www.japan-guide.com/e/e2195.html)8.Social Interaction If you do go out for dinner, keep in mind that going Dutch is not normal in Japan. If youre the buyer, youll potential be in for a withdraw evening of entertainment. If youre the seller well, if you were a local anesthetic, youd probably be woof up the tab. However, its not kinda this dim-witted since your hosts may still aver on pa ying because you argon a prattleor in their country. Also, it is normal for the inviting troupe to pay.(http//www.japan-guide.com/e/e2195.html) 9.Gifts. Dont be surprised if your hosts give you something from their country .If the clothe is wrapped, dont open it until you leave. If the adorn is not wrapped, make sure to draw out copious appreciation (whether you like it or not). Ask some questions about the founder to show interest. (http//www.japan-guide.com/e/e2195.html)Question 3What could have been by means of with(p) dissimilarly in indian lodge to produce a more(prenominal) than than(prenominal) desirable outcome? Answer 3 1.Understand the heathen Value Differences between Canadian and Japanese. heathen distance or unsimilarity affects the office of managers to be effective in international(prenominal) merchandises. Cultural distance is the difference between culture, language and complaisant structure (Root 1987) that affects managers perceptions of what should constitute paganly appropriate rumination in a foreign marketplace (Adler, Doktor, and Redding 1986).To make hurtle goals and avoid possible risks, project managers should be culturally erogenous. However, cultural differences send word interfere with the successful cessation of projects in todays multicultural global business jointure.Table below shows the disturb of differences in cultural levers to the proletariat results. Table Adapted from Kohls (1981) Marquardt and Kearsley (1999)Figure 1 Value Differences between Canadian and Japanese Cultures Canadian Cultural ValuesJapanese Cultural ValuesImpact on Project Management.IndividualismCollectivism/ assort+AchievementModestyX winningCollaboration/ accordance+Guilt (internal self-control) assault (external control)XPride manner of speaking lawsuitX think of for resultsRespect for position/Ascription+Respect for competenceRespect for eldersmagazine is moneyTime is feelAction/Doing macrocosm/AcceptanceTask srelationship/LoyaltyIn nobleFormalDirectness/AssertivenessIndirectnessVerbalNon-verbal+(+) = Positive bear on of combining both evaluates on outcomes (-) = Negative impact of combining both pass judgments on outcomes (culture clash) (X) = No directimpact on outcomesAdapted from Kohls (1981) Marquardt and Kearsley (1999)1.1 Cultural Values on International fear Negotiation Process International BusinessNegotiation ProcessImpact of Cultures destructionJapanese negotiators value broad-term relationships. Canadian negotiators aim at signing a contract. Protocol The pointedness of prescribedity in a negotiation squirt transfigure from culture to culture. Japanese value etiquette and respectful manners. Canadian negotiators be rattling(prenominal) formal and highly concerned with proper protocol. intercourseJapanese tend to speak gently and use almost no gestures, and take indirect language. Canadian are direct and prefer a straightforward innovation with a minimum of gam e p pose. Time Canadian are sensitive to conviction. They view it as a moderate resource that must not be wasted. Japanese regard metre as spacious duration, spending time to learn counterparts. Groups versus individuals In decision making, a more embodied culture places emphasis on host priority. An individual-oriented culture is more independent and assertive. Japanese negotiators rely on consensus2. Provide prep to the negotiators and Characteristics of a good sales negotiator. withdraw your Negotiator team to be good negotiators, says Kelley Robertson, a sales training proficient and CEO of Robertson Training Group in Burlington, Ontario.Here are baseball club slipistics of a good sales negotiator, according to Robertson 1. Exhibits Creativity. A good negotiator looks for creative solutions to help close the deal. Depending on your industry, you could barter with a potential customer or clear a partnership. For ex adenosine monophosphatele, I will s earn part of my speaking fee at a conference in return for the attendee list, says Robertson. In that smirch, both parties achievesomething.2. Has a win-win attitude. The best guidance to achieve this is to look at the sale from the other partys perspective. What are their risks, hesitations, concerns? By determining those beforehand you reach the negotiating table, you can better create win-win solutions for both sides. 3. Has neat listening skills. Customers will often give you clues about what they need. Say youve e-mailed a sales presentation to a potential client, but they keep claiming they havent had time to read it. What theyre really carnal familiarity you is they doesnt want toso instead, testify them your sales pitch over the phone. deficient a clue like that can cost you a sale. 4. Exhibits patience. Without patience, you may make early concessions retributory to get the process movingespecially if youre negotiating with a big(a)r company. Their sales process takes a lot reco llectiveer than other o abide-sized businesses or consumers, says Robertson. But making the right deal, earlier than a swift one, will be better for your company. 5. Understands the negotiating process. Sales tidy sum must scan that theres a beginning, place and end to the sales process, and that once the relationship begins, e rattlingthing you do later onwardsward either adds value or takes a sort value. So draw out arbitrary, stay on to be responsive, and dont let the customer fall off your radar.6. Clarifies ambiguity. A good negotiator takes time to get illuminance. Lets say a customer at a restaurant doesnt like their food. The host shouldnt assume they didnt like their entire meal, and should ask specifically what went wrong. peradventure hell find out it was undercooked, or just a portion of the meal was wrong. The lesson A negotiator doesnt take what they hear at brass value and takes the time to get clarification on the other partys qualms. 7. Shows curios ity. Being able to ask appreciationful questions, and having the courageousness to ask those questions, is some other critical characteristic. I knew a prospective customer had met with my competitor, and since I was curious I asked how my presentation luxurious up against his, says Robertson. So I then(prenominal) had a leg up in the negotiating process, because I knew what I was up against. 8. Has the ability to walk away. close petty business owners put themselves in a position where theyre unwilling to walk away from a sale because they tincture they desperately need it. This is a mistake.When you hold that mindset, a customer has a better venture of taking advantage of you. Every deal has to make good business good perceive, says Robertson. 3.Harmony. Harmony is the key value in Japanese auberge. Harmony is the guiding philosophy for the Japanese in family and business settings and in arrayliness as a whole. They place great emphasis on politeness, personal t ax and attaining together for the universal, quite an than the individual, good. They see working in harmony as the crucial ingredient for working productively. 4.Japanese Non-Verbal communication Since the Japanese strive for harmony and are stem dependent, they rely on facial verbiage, tone of portion and posture to classify them what someone feels.They often trust non-verbal messages more than the spoken word as words can have several meanings. pull a face while someone is speaking is interpreted as a sign of discordment. Most Japanese maintain an impassive expression when speaking. Expressions to watch out for include inhaling through clenched teeth, tilting the power point, w company Aum the back of the head, and scratching the philiabrow. It is guideed disrespectful to stare into other persons eyes, ill-temperedly those of a person who is senior to you because of age or locating. In crowded situations the Japanese avoid eye contact to give themselves privacy.5. Meet Meeting Etiquette & Customs in Japan Greetings in Japan are very formal and ritualized.It is significationant to show the correct criterion of respect and deference to someone based upon their status relative to your own.If at all possible, wait to be introduced.It can be seen as impolite to introduce yourself, even in a large gathering.While foreigners are takeed to shake hands, the traditional form of greeting is the bow. How far you bow depends upon your relationship to the other person as well as the situation. The plenteouser you bow, the more respect you show.A foreign visitor (gaijin) may bow the head slightly, since no one previses foreigners to ordinaryly understand the subtle nuances of bowing.6.Gift Giving Etiquette Gift-giving is highly ritualistic and meaningful.The ceremony of presenting the open and the way it is wrapped is as centralsometimes more importantthan the indue itself.Gifts are inclined for umteen occasions.The gift need not be expensive, but take great care to ask someone who understands the culture to help you decide what type of gift to give. Good quality chocolates or small cakes are good ideas.Do not give lilies, camellias or lotus blossoms as they are associated with funerals.Do not give white flowers of any kind as they are associated with funerals.Do not give potted plants as they encourage sickness, although a bonsai tree is always grateful.Give items in odd numbers, but not 9.If you buy the gift in Japan, have it wrapped.Pastel colours are the best choices for cover paper.Gifts are not opened when received. 7.Relationships & Communication The Japanese prefer to do business on the basis of personal relationships.In general, being introduced or recommended by someone who already has a good relationship with the company is extremely helpful as it allows the Japanese to know how to place you in a hierarchy relative to themselves.One way to build and maintain relationships is with greetings / seasonal sep arate.It is important to be a good similar as the Japanese hold this in high esteem.8.Business Meeting Etiquette Appointments are indispensable and, whenever possible, should be do several hebdomads in advance.It is best to telephone for an appointment rather than send a letter, fax or email. Punctuality is important. Arrive on time for contacts and suffer your Japanese colleagues will do the analogous.Since this is a throng order, even if you depend you will be meeting one person, be prepared for a group meeting. It may take several meetings for your Japanese counterparts to become comfortable with you and be able to conduct business with you.This initial acquiring to know you time is crucial to laying the foundation for a successful relationship.You may be awarded a small bill of business as a trial to see if you meet your committals.If you respond rapidly and with excellent service, you prove your ability and trustworthiness. never refuse a pick up, no egress how t oilsome or non- profitable it may appear. The Japanese are looking for a want-term relationship.Always provide a box of literature about your company including articles and client testimonials.Always give a small gift, as a token of your esteem, and present it to the most senior person at the end of the meeting. Your Japanese contact can intimate you on where to find something appropriate.9.Business Negotiation The Japanese are non-confrontational.They have a difficult time saying no, so you must be vigilant at observing theirnon-verbal communication.It is best to phrase questions so that they can answer yes. For employment, do you disagree with this?Group decision-making and consensus are important.Written contracts are required. The Japanese often remain silent for long periods of time. Be patient and try to work out if your Japanese colleagues have soundless what was said.Japanese prefer broad agreements and mutual misgiving so that when problems arise they can be handled f lexibly.Using a Japanese lawyer is seen as a gesture of goodwill.Note that Japanese lawyers are quite divers(a) from westbound lawyers as they are much more functionary. Never lose your temper or raise your voice during negotiations. around Japanese close their eyes when they want to listen intently.The Japanese seldom grant concession. They expect both parties to come to the table with their best offer.The Japanese do not see contracts as final agreements so they can be renegotiated 10.Business tease Business cards are ex transportd constantly and with great ceremony.Invest in quality cards.Always keep your business cards in pristine condition. incubate the business card you receive as you would the person.You may be given a business card that is only if in Japanese.It is wise to have one side of your business card translated into Japanese.Give your business card with the Japanese side facing the recipient. Make sure your business card includes your title, so your Japanese col leagues know your status inside your organization.Business cards are given and received with two hands and a slight bow.Examine any business card you receive very carefully.During a meeting, place the business cards on the table in front of you in the order good deal are seated.When the meeting is over, put the business cards in a business card case or a portfolio 11.Business ethics Japanese consider in business ethics. They provide products and services to the customers and never ready to screw them. Thus they provide service to the community and fulfill cordial responsibility. They do business fairly. They earn profit but not at the cost of quality.Question 4What is Hofstedes attribute of culture? Which form does Malaysia falls into?Answer 4We know we are living in a global age. Technology has brought the world much closer together. This bureau that batch of diametrical cultures find themselves working together and communication more and more. (http//www.ctp.bilkent.edu.tr /aydogmus/Hofstede_Hall.pdf) This is exciting and interesting, but it can alike be frustrating and pregnant with uncertainty. How do you relate to someone of another culture? What do you say, or not say, to start a conversation off right? Are there cultural taboos you need to be sure of? grammatical plait corporations with e pass on from around the world is just one proportionality of cultural diversity. You withal have themes like motivating pack, structuring projects, and ontogeny strategy. What works in one office may or may not work somewhere else. The question is, How can I come to understand these cultural differences? Are we relegated to learning from our mistakes or are there generalized guidelines to follow?Fortunately, a psychologist stimulated Dr Geert Hofstede asked himself this question in the 1970s. What emerged after a decade of research and thousands of interviews is a baffle of cultural balances that has become an internationally recognized standard. With access to people working for the same organization in over 40 countries of the world, Hofstede collected cultural data and analyse his findings. He initially identified foursome limpid cultural attributes that served to distinguish one culture from another. Later he added a fifth place and that is how the model stands today. He gradd each country using a scale of roughly 0 to ampere-second for each dimension. The higher the lay down, the more that dimension is exhibited in clubhouse. The Five Dimensions of Culture gird with a large database of cultural statistics, Hofstede canvas the results and found clear patterns of similarity and difference amid the rejoinders along these five dimensions. Interestingly, his research was done on employees of IBM only, which allowed him to attribute the patterns to national differences in culture, largely eliminating the problem of differences in company culture.(http/www.mindtools.com)The five dimensions are1. office/ quad (PD) This refers to the power point of inequality that exists and is accepted among people with and without actor. A high PD score indicates that high society accepts an unequal distribution of advocate and people understand their place in the clay. conf utilise PD means that power is shared and well dispersed. It also means that society members view themselves as equals. activity According to Hofstedes model, in a high PD country like Malaysia (104), you would probably send reports only to top management and have closed gate meetings where only a select few, effective leaders were in attendance.CharacteristicsTips superior PDCentralized companies.Strong hierarchies.Large gaps in compensation, sureness, and respect. concede a leaders power.Be aware that you may need to go to the top for answersLow PDFlatter organizations.Supervisors and employees are considered almost as equals.Use teamworkInvolve as more people as possible in decision making.2. Individualism (IDV) This refe rs to the strength of the ties people have to others within the community. A high IDV score indicates a loose connection with people. In countries with a high IDV score there is a lack of social connection and little sharing of responsibility, beyond family and perhaps a few close friends. A society with a low IDV score would have strong group cohesion, and there would be a large amount of loyalty and respect for members of the group. The group itself is also larger and people take more responsibility for each others well being. Application Hofstedes compendium suggests that in the Central American countries of Panama and Guatemala where the IDV pull ahead are very low (11 and 6, respectively), a marketing sweat that emphasized benefits to the community or that bind into a popular political driving would presumable be understood and well-received.CharacteristicsTips superior IDVHigh valuation on peoples time and their need for freedom.An use of challenges, and an expectation of rewards for hard work. Respect for privacy.Acknowledge accomplishments.Dont ask for too much personal reading.Encourage pass on and expression of own ideas.Low IDV idiom on structure skills and becoming get the hang of something. Work for intrinsic rewards.Harmony more important than honesty.Show respect for age and wisdom.Suppress feelings and emotions to work in harmony.Respect traditions and introduce change slowly.3. Masculinity (MAS) This refers to how much a society sticks with, and determine, traditional antheral and female roles. High MAS score are found in countries where men are anticipate to be tough, to be the provider, to be assertive and to be strong. If women work outside the home, they have separate professions from men. Low MAS scores do not reverse the sex activity roles. In a low MAS society, the roles are simply blurred. You see women and men working together equally across many professions. Men are allowed to be sensitive and women can work hard for professional success. Application Japan is highly manly with a score of 95 whereas Sweden has the low measured value (5). According to Hofstedes analysis, if you were to open an office in Japan, you magnate have greater success if you institute a male employee to lead the team and had a strong male item on the team. In Sweden, on the other hand, you would aim for a team that was fit in terms of skill rather than gender.CharacteristicsTipsHigh MASMen are male and women are womanish.There is a well delineate distinction between mens work and womens work. Be aware that people may expect male and female roles to be distinct. counsel men to avoid discussing emotions or making emotionally-based decisions or arguments. Low MASA adult female can do anything a man can do.Powerful and successful women are admired and respected.Avoid an old boys friendship mentality.Ensure job design and practices are not discriminatory to either gender. Treat men and women equally.4. dubiousness / escape big businessman (UAI) This relates to the degree of anxiety society members feel when in uncertain or unusual situations. High UAI-scoring nations try to avoid enigmatical situations whenever possible. They are governed by rules and order and they look for a collective truth. Low UAI scores indicate the society enjoys impudent events and values differences. There are very few rules and people are throw out to discover their own truth. Application Hofstedes Cultural Dimensions imply that when discussing a project with people in Belgium, whose country scored a 94 on the UAI scale, you should investigate the diverse options and then present a limited number of choices, but have very small information unattached on your contingency and risk plans. (Note that there will be cultural differences between French and Dutch speakers in Belgium)CharacteristicsTipsHigh UAI real formal business conduct with split up of rules and policies. Need and expect structure.Sense of j itteriness spurns high levels of emotion and expression. Differences are avoided.Be clear and concise about your expectations and parameters. proposal and prepare, communicate often and early, provide slender plans and focus onthe tactical aspects of a job or project. Express your emotions through hands gestures and raise voices. Low UAI at large(p) business attitude.More concern with long term strategy than what is happening on a daily basis. Accepting of change and risk.Do not impose rules or structure unnecessarily.Minimize your emotional response by being calm and contemplating situations before speaking. Express curiosity when you discover differences.5. recollective Term Orientation (LTO) This refers to how much society values long-standing as opposed to unretentive term traditions and values. This is the fifth dimension that Hofstede added in the 1990s after finding that Asiatic countries with a strong link to Confucian philosophy acted differently from western cultu res. In countries with a high LTO score, delivering on social obligations and avoiding loss of face are considered very important.Application According to Hofstedes analysis, people in the joined States and United commonwealth have low LTO scores. This suggests that you can more or less much expect anything in this culture in terms of creative expression and novel ideas. The model implies that people in the US and UK dont value tradition as much as many others, and are therefore likely to be willing to help you practise the most innovative plans as long as they get to participate fully. (This may be surprising to people in the UK, with its associations of tradition)CharacteristicsTipsHigh LTOFamily is the basis of society.Parents and men have more mandate than puppyish people and women. Strong work ethic.High value placed on reproduction and training.Show respect for traditions.Do not display extravagance or act frivolously.Reward perseverance, loyalty, and commitment.Avoid doi ng anything that would cause another to lose face. Low LTOpublicity of equality.High creativity, individualism.Treat others as you would like to be treated.Self-actualization is sought.Expect to live by the same standards and rules you create.Be respectful of others.Do not hesitate to introduce necessary changes.For a list of scores by dimension per country and more minute information about Hofstedes research, visit his http//geert-hofstede.com/. You can also find out more about his research in the books http//www.amazon.com/ and http//www.mindtools.com/pages/article/newLDR_66.htm NoteHofstedes analysis is done by country. While this is sensible for many countries, it does not hold in the countries where there are strong subcultures that are based on ethnicity of origin or geography. In Canada, for instance, there is a distinct French Canadian culture that has quite a different set of norms compared to communicative Canada. And in Italy, masculinity scores would differ between No rth and South. Key PointsCultural norms play a large part in the mechanics and interpersonal relationships at work.When you grow up in a culture you take your norms of behavior for granted. You dont have to think about your reactions, penchants, and feelings. When you step into a foreign culture, short things seem different. You dont know what to do or say. Using Hofstedes Cultural Dimensions as a scratch point, you can evaluate your approach, your decisions, and actions based on a general sense of how the society might think and react to you. Of course, no society is homogenous and there will be deviations from the norms Hofstede found, however, with this as your guide you wont be going in blind. The unknow will be a little less intimidating and youll get a much-needed boost of confidence and security system from studying this cultural model. Apply This to Your lifespanTake some time to recapitulation the for the various cultural dimensions Hofstede identified. Pay cross a ttention to the countries from which the people you deal with on a day-by-day basis come. In light of these scores, think about some interactions youve had with people in other countries. Does your conversation or association make more sense given this newly found insight? Challenge yourself to learn more about one culture in particular. If your work brings you in contact with people from another country, use that country as your point of reference.Apply Hofstedes scores to what you discover and determine the accuracy and relevance for you. The close time you are required to work with a person from a different culture, use Hofstedes scores and make notes about your approach, what you should be prepared to discuss, and why you feel the way you do. Afterward, evaluate your exploit and do further research and readiness for the next time. Above all, make cultural sensitivity a daily part of your life. Learn to value the differences between people and vow to honor and respect the thin gs that make each nation of people unique.Question 4Which category does Malaysia falls into?Answer 4What about Malaysia?If we explore the Malayan culture through the lens of the 5-D Model, we can get a good overview of the deep drivers of Malayan culture relative to other world cultures. (http//predicate.wordpress.com)Power distanceThis dimension deals with the fact that all individuals in societies are not equal it expresses the attitude of the culture towards these inequalities amongst us. Power distance is defined as the extent to which the less powerful members of institutions and organisations within a country expect and accept that power is distributed unequally.Malaysia scores very high on this dimension (score of 104) which means that people accept a gradable order in which everybody has a place and which needs no further justification. Hierarchy in an organisation is seen as reflecting inherent inequalities, centralization is popular, subordinates expect to be told wha t to do and the nonpareil boss is a benevolent autocrat.Challenges to the leaders are not well-received.IndividualismThe native issue addressed by this dimension is the degree of interdependence a society maintains among its members. It has to do with whether peoples self-image is defined in terms of I or We. In Individualist societies people are supposed to look after themselves and their direct family only. In Collectivist societies people give out to in groups that take care of them in exchange for loyalty.Malaysia, with a score of 26 is a collectivistic society. This is manifest in a close long-term commitment to the member group, be that a family, elongated family or extended relationships. Loyalty in a collectivist culture is paramount and overrides most other societal rules and regulations. much(prenominal)(prenominal) a society fosters strong relationships, where everyone takes responsibility for fellow members of their group. In collectivistic societies, offensive le ads to shame and loss of face. Employer/employee relationships are sensed in moral terms (like a family link), hiring and promotion take account of the employees in-group. Management is the management of groups.Masculinity / femininityA high score ( manly) on this dimension indicates that the society will be operate by competition, achievement and success, with success being defined by the winner / best in field a value system that starts in cultivate and continues throughout organisational behaviour. A low score (femi society) on the dimension means that the dominant values in society are caring for others and quality of life. A feminine society is one where quality of life is the sign of success and standing out from the crowd is not admirable. The fundamental issue here is what motivates people, wanting to be the best (masculine) or liking what you do (feminine).At 50, Malaysia can be considered a masculine society highly success oriented and driven. In masculine countries, people live in order to work, managers are expected to be decisive, and the emphasis is on equity, competition and carrying out. Conflicts are resolved by fighting them out. Aclear example of this dimension is seen around election time, with ferocious, no-holds proscribe battles between candidates.Uncertainty avoidanceThe dimension Uncertainty Avoidance has to do with the way that a society deals with the fact that the futurity can never be cognize should we try to control the future or just let it happen? This ambiguity brings with it anxiety and different cultures have learnt to deal with this anxiety in different ways. The extent to which the members of a culture feel peril by enigmatical or unappreciated situations and have created touchs and institutions that try to avoid these is reflected in the UAI score.Malaysia scores 36 on this dimension and thus has a low preference for avoiding uncertainty. Low UAI societies maintain a more relaxed attitude in which practice co unts more than principles and deviance from the norm is more considerably tolerated. In societies exhibiting low UAI, people believe there should be no more rules than are necessary and if they are ambiguous or do not work, they should be abolished or changed. Schedules are flexible, hard work is undertaken when necessary but not for its own sake. Precision and punctuality do not come naturally, innovation is not seen as threatening. Long term orientationThe long term orientation dimension is close related to the teachings of Confucius and can be interpreted as dealing with societys search for virtue, the extent to which a society shows a pragmatic future-oriented perspective rather than a conventional historical short point of view. (http//predicate.wordpress.com, http//predicate.wordpress.com/about, http//predicate.wordpress.com/writers-notebook)No score available for Malaysia on this dimension.Geert Hofstedes Cultural Dimensions on MalaysiaMalaysiaFact FileOfficial name Malays iaPopulation 23,522,482* (July 2004 est.)Official Language Bahasa Malaysia (also known as Bahasa Melayu and the Malay language). English, Chinese dialects, and Tamil are also widely spoken. currency Ringgit (MYR)Capital city Kuala Lumpurgross domestic product purchasing power parity $207.8 billion* (2004 est.)gross domestic product Per Capita purchasing power parity $9,000* (2004 est.) everyplaceviewSince the beginning of its history, Malaysia has been a meeting place for a diverse range of external cultures and devotions. As a result of these external influences, a new unified but secernate Malay culture has emerged. Contemporary Malaysia represents a unique fusion of Malay, Chinese, and Indian traditions, creating a pluralistic and multicultural nation that has its character strongly rooted in social harmony, religion and pride in its catching background. With much(prenominal) a rich cultural heritage, acquiring the relevant skills and cultural knowledge in order to c onduct business in Malaysia is crucial to your success.Following old age of confrontation in search of independence, Malaysia was ceremonious in September 1963 through the union of the Independent Federation of Malay, the former British colonies of Singapore and the East Malayan States of Sabah and Sarawak. Over the last few decades the country has evolved from a successful producer of raw materials to a multi heavens preservation. Today, Malaysia offers a unique blend of old traditional culture and new technological innovations. As the Malayan market continues to develop and prosper, it is becoming increasingly valuable for those entering into business in Malaysia to be aware of the cultural dimensions that shape the fabric of this countryCultureFace A racy element of Malaysian culture, as with most Asian cultures, is the concept of face. In Malaysian society to lose face, that is to lose control of ones emotions or to show embarrassment in public, is perceived as a minus display of behavior. Malaysians will use a number of methods in order to save face. Laughter, for instance, is often used to mask ones true feelings and can reveal numerous emotions including nervousness, shyness or disapproval. Saving face is particularly crucial in business contexts as causing your Malaysian counterpart to lose face may influencethe outcome of your future business dealings.High context culture In high context cultures such as Malaysia meaning is often more verbalized and less direct than in many Western cultures. This means that words are less important and greater attention must be given to spare forms of communication such as voice tone, body language, eye-contact and facial expressions. In Malaysia, because business is personal and based on trust, developing relationships rather than exchanging facts and information is the main quarry of communication. This also relates to the Malay cultural values of courtesy, tolerance, harmony and face. Direct answers, particularly negative ones, are avoided in order to proscribe disagreement and preserve harmony two very important aspects of Malaysian culture.Fatalism Malaysian culture is centered on the diverse spectral values of Hinduism, Buddhism, and Islam and as such relies heavily on the concept of fatalism. Fatalism is the belief that success, failures, opportunities and misfortunes result from fate or the will of God. In a business context, when formulating ideas and making decisions Malays, who are predominantly Muslim, will tend not to rely on empiric evidence or hard facts, but prefer to be guided by subjective feelings combined with the Islamic faith. Your Chinese and Indian colleagues will also take a similar approach since feelings and emotions play a significant part in their business culture. Consequently, negotiations may take extended than expected and your Malaysian counterparts will view decision making in a more personal light.EconomyThe Malaysian economy slowed sharply in the for the jump time half of 2005, but the outlook for the year as a whole and over the medium-term remains broadly favorable. The slowdown in the pace of sparing activity, which began in the tercet quarter of 2004, go along in 2005.1 Year-on-year increment was sustained at 5.8 percent in Q1 2005, (Q4 2004 5.8 percent) and declinationd to 4.1 percent in Q2 2005, below market expectations. As a result, real GDP suppuration declined to 4.9 percent in the first half of 2005. On a year-on-year basis, the decline in economic activity was touched by negative donations from mining (-1.6 percent) and construction (-2 percent), and a sharply lower positive contribution from manufacturing output (3.2 percent), and growth was driven mostly by the services sector (5.4 percent).On the expenditure side, the lower contribution to overall growth from external contend was partially offset by lucky domestic demand, which expanded by 5.8 percent, underpinned by continued strong growth in private consumption (8.7 percent) and gross doctor capital formation (4.5 percent). A convalescence in external demand for electronic and electrical (E&E) products is expected in the second half of 2005, and domestic demand will receive a further boost from the mild stimulus measures denote in the 2006 Budget.2 Thus, medium-term prospects remain broadly positive, with the economy expected to grow by 5 percent in 2005, 5_-.5_ percent in 2006, and 5_-6 percent through 2008.Political frameThe different states of the Federation of Malaysia became independent from the United Kingdom and Singapore at different times the 11 Malay peninsular states in 1957 and the Borneo states of Sabah and Sarawak in 1963. The predominantly Chinese island-city of Singapore split off from Malaysia in 1965. Malaysia is an independent member of the Commonwealth. The supreme head of state or king, the Yang di-Pertuan Agong, is elect every five years by the nine hereditary Malay swayers of Western Malaysia. At election time, each state formula is asked whether or not he wishes to run for the kingship.If there is only one candidate, he becomes king if he receives at least five af secureative votes from the other rulers otherwise, a new candidate is sought. When there is more than one candidate, the ballots are taken in the order of a rotation system. The ruler of the last of the nine states to be delineated in the kingship since independence, Sultan Azlan Shah, was elected in March 1989. As in most parliamentary systems, political power resides in the console table, headed by the prime minister.The king appoints the cabinet from the 177-member House of Representatives, or Dewan Rakyat, whose representatives are elected by universal adult vote every five years. The other half of the Malaysian bicameral legislature is the 69-member Senate, or Dewan Negara, comprising two members elected by the legislatures of each of the states, and the remaining 43 senators appointed by the king, all for six-year terms. Political parties have in general been formed along ethnic and religious divisions. Since independence, the Malaysian government has been controlled by a multiracial coalition of political parties called the home(a) Front, or Barisan Nasional, of which Prime Minister Mahathirs party, the United Malays National Organization (UNMO), is the largest partner. job organizationMalaysia experiences a rapid growth and its remarkably quick and strong convalescence from the 1997 Asian monetary crisis. Members of the pile insurance review body attributed this impressive economic performance to sound macroeconomic policies, structural reforms, especially in the corporate and financial sectors, and fast growth in exports. about Members wondered about the timing and effectiveness of Malaysias capital and exchange control measures utilize in the wake of the Asian crisis and the pegging of the ringitt to the U.S. dollar, measures that Malaysia motto as appropr iate for stabilizing markets and building confidence. Members verbalized the hope that temporary ease measures introduced during the review period would be made permanent. Members also sought Malaysias views on the need to diversify its exports, nearly half of which involve electronics. Members commended Malaysia for its strong permit for and commitment to the multilateral trading system, and show their hope that it would actively participate in the Doha Development Agenda.As regards Malaysias pursuit of conduct liberalization in regional fora, particularly ASEAN, some Members say that the gap between MFN and preferential tariff place use to imports from ASEAN countries constituted a potential source of trade diversion, although Malaysia did not believe that this has actually happened. Members expressed their appreciation of Malaysias relative openness to trade and foreign direct enthronisation and its continued liberalization efforts in these areas. In particular, Members c ommended Malaysia for its efforts to descend tariffs, simplify the tariff structure, and abolish all local-content requirements (except those for the automotive sector).At the same time, concerns were raised over the fact that about one-third of Malaysias tariff lines were unbound and the turnout gap between bound rates and applied MFN rates, which had permitted Malaysia to increase tariff fortress for certain products, thereby raising the simple number of MFN tariffs during the review period. Malaysia remark that this turnout gap between bound and applied MFN tariff rates was the consequence of one-sided tariff reductions and that the import-weighted tariff average had declined some other Members felt that such a gap provided developing nations with a degree of flexibility in undertaking trade liberalization and other economic reforms. Members also urged Malaysia to reduce the scope of its non-automatic licensing system. It was noted that state-owned enterprises continued t o play an important role in Malaysias economy and that the regimen might need measures to assure a pro-competitive climate in the sectors where such enterprises were prevalent.Some Members boost Malaysia to accede to the Agreement on Government Procurement. On sectoral issues, Members noted the counterpoint between the openness and economic performance of the electronics and automotive industries the much more open electronics industry had performed much better than the automotive industry, which was protected by high tariffs and non-tariff measures, including import licensing. Members urged Malaysia to bring forward the abolition of local-content requirements for tug vehicles. Moreover, Members encouraged Malaysia to continue its liberalization of the services sector, particularly financial services and telecommunications. In addition, Members also sought further clarification on, inter alia the possibility of an ASEAN China free trade agreement effectiveness of investment gua rantee agreementsgreater use of ad valorem import dutiesmeasures affecting exportsfurther win in competition policytransparence in government procurementenforcement of smart property rightsstandards and licensing concerning various agricultural products and perception of qualifications in education and legal services. Members expressed their appreciation of the responses provided by the delegation of Malaysia during the meeting, and looked forward to later replies to some questions. In conclusion, this retrospect has provided Members with a much better misgiving of Malaysias trade and trade-related policies and of their role in fostering Malaysias economic development and helping it to cope with shocks, such as the Asian financial crisis.Malaysias recovery has apparently been greatly facilitated by Members trammel to the principles of the multilateral trading system and thus their willingness to keep their economies open to Malaysias exports. Members encouraged Malaysia to fur ther change and diversify its economy. In this context, I, along with Members, look forward to Malaysias continued support for future efforts to liberalize the multilateral trading system.Legal SystemThe legal system of Malaysia was modeled after the English legal system which practices parliamentary democracy and is rule by a Constitutional Monarchy, with His Majesty the Yang di-Pertuan Agong (the King) ceremonially as the Head of the country. The Yang di-Pertuan Agong is elected by the host of Rulers for a five-year term from amongst the hereditary Rulers of the nine states in the Federation which are ruled by Sultans. The states are Perlis, Kedah, Perak, Selangor, Negeri Sembilan, Johor, Pahang, Terengganu and Kelantan.In the other states, namely Melaka, Pulau Pinang, Sabah and Sarawak, the Head of State is the Yang di-Pertua Negeri or Governor of the State. The Yang di-Pertua Negeri is appointed by the Yang di-Pertuan Agong for a four-year term. The Federal Constitution of Ma laysia clearly divides the law-making authority of the Federation into its legislative authority, judicial authority and executive authority. The separation of power also occurs both at federal and state levels. The federal laws enacted by the federal conference or better known as the Parliament of Malaysia applies throughout the country. There are also state laws governing local governments and Islamic law enacted by the state legislative assembly which applies in the particular state.Malaysian Business Culture working practices in MalaysiaWhen scheduling business meetings in Malaysia one must take into reflection the importance of prayer times in this predominantly Muslim country. Fridays are a particularly religious day of the week and if possible meetings should not be plan for this time. Attitude to punctuality varies according to which nationality you are doing businesswith. The Chinese for example expect punctuality, whereas both ethnic Malays and Indian business people ha ve a more relaxed attitude towards time. As a general rule, you will be expected to be punctual therefore it is advised to let to business appointments on time. If your business in Malaysia requires interaction with Malaysian government officials, reckon that all communication takes place in the language of Bahasa Malaysia. The majority of transactions and proportion with Malaysian companies however, will generally be conducted in English.Structure and Hierarchy in Malaysian Companies.Regardless of the size or nature of the company, hierarchy is an integral part of Malaysian business culture. Malaysian companies generally follow a vertical hierarchical structure where authority is directed from the top. In keeping with Malaysian culture, titles and job descriptions play a significant part in many Malaysian companies. They are important for employees in order to emphasize the line of authority within the business.Working Relationships in MalaysiaMalaysians respect for authority is evident in most business dealings. The relationship between subordinates and their superiors for example is distinct and highly official. Malaysians do not address their bosses by their first name, but use titles such as Mr and Madam followed by their honorific form of address. Relationships between Malaysian business colleagues are based on mutual respect and, as such, the same procedure used when addressing their superiors is also applied with their Malaysian business colleagues. Malaysia Business Part 2 Doing Business in MalaysiaBusiness Practices in MalaysiaWhen meeting your Malaysian counterparts for the first time, a firm handshake is the standard form of greeting. However, you should only shake hands with a Malaysian businesswoman if she initiates the gesture. Otherwise a nod or a single bow is appropriate. With such an array of cultures in Malaysia addressing Malaysians properly can be difficult. It is advised to find out in advance how you should address the person you ar e to meet. Generally speaking, a Malays first name is one by one given, while the second andthird name indicate those of the father and the grandfather. In some cases the words bin (son) or binti (daughter) can be added after the given name.Gifts are not usually exchanged as they may be perceived as a bribe. However, in the event that you are presented with a gift, it is customary to accept it with both hands and wait until you have remaining your Malaysian colleagues before opening it. Be sure to reciprocate with a gift of equal value in order to avoid loss of face.Business cards are customarily exchanged after an initial introduction in Malaysia. Since a large proportion of Malaysian business people are Chinese, it will be useful if your card is printed in both English and Chinese and that details of your education, professional qualifications, and business title are included. Cards should be presented and received with both hands, and time should always be spent examining the i nformation before placing it on the table or in a briefcase.Malaysian Business Etiquette (Dos and Donts)_ DO be patient with your Malaysian counterparts during business negotiations. The process is often a long and detailed one that should not be hastened. _ DO remain polite and demonstrate good etiquette at all times. Elderly Malaysian business people for example should be treated with respect and always admit before younger members of the organization. This is an essential part of achieving successful business dealings in Malaysia. _ DO take time to establish productive business relationships with your Malaysian colleagues. initial meetings are generally orientated towards developing such relationships and will be maintained throughout and beyond the negotiations.Without them, your business plans may be fruitless. X tireT assume that a signed contract signifies a final agreement. It is common for negotiations to continue after a contract has been signed. X DONT be surprised if y our Malaysian counterparts ask what you may consider to be personal questions. In Malaysia, communicate people about their weight, income and marital status for example, is not uncommon and is viewed as an acceptable approach to initial conversations. X DONT enter into businesswith a Malaysian company without a letter of introduction from a bank or mutual acquaintance. This will help your request for a future meeting, as Malaysians prefer to conduct business with those they are familiar with.Geert Hofstede Cultural DimensionsThere is a high correlation between the Muslim religion and the Hofstede Dimensions of Power Distance (PDI) and Uncertainty Avoidance (UAI) scores. The combination of these two high scores (UAI) and (PDI) create societies that are highly rule-oriented with laws, rules, regulations, and controls in order to reduce the amount of uncertainty, while inequalities of power and wealth have been allowed to grow within the society. These cultures are more likely to foll ow a caste system that does not allow significant upwardly mobility of its citizens. When these two Dimensions are combined, it creates a situation where leaders have virtually ultimate power and authority, and the rules, laws and regulations developed by those in power, reinforce their own leadership and control. It is not unusual for new leadership to arise from armed insurrection the ultimate power, rather than from diplomatic or democratic change. compendium Using Hofstedes Cultural DimensionsPower Distance Index (PDI), High Suggests that the degree to which the less powerful members of organizations and institutions (like the family) accept and expect that power is distributed unevenly. This represents high inequality. It implies that a societys level of inequality is allowed by the followers as much as by the leaders. Individualism (IDV), Low Collectivism, that is the degree to which individuals are inte-grated into groups. Given that the IDV index of Malaysia is low, it i s implied that sovietism is more manifested than individualism in its culture. On the individualist side we find societies in which the ties between individuals are loose everyone is expected to look after him/herself and his/her immediate family. On the collectivist side, we find societies in which people from birth onwards are coordinated into strong, cohesive in-groups, often extended families (with uncles, aunts and grandparents) which continue protecting them in exchange for inexplicit loyalty. The word collectivism in this sense has no political meaning it refers to thegroup, not to the state.Masculinity (MAS), Average There is no eminent distinction of how roles are distributed in Malaysia as according to gender. The index shows moderately-low to average in terms of masculinity. The gap between the two gender roles is not that great which may signify equality between the roles.Uncertainty Avoidance Index (UAI), Moderately-Low Uncertainty avoiding cultures try to reduce th e chance of such situations by strict laws and rules, safety and security measures, and on the philosophical and religious level by a belief in absolute Truth. Malaysia exhibits a moderately-low index, which suggests that the society has a tolerance for uncertainty and ambiguity. The society might be relatively comfortable in unstructured situations which are novel, unknown, surprising, and different from usual.REFERENCEShttp//www.mindtools.com/pages/article/newLDR_66.htmhttp//geert-hofstede.com/dimensions.htmlhttp//youcouldbelievethis.blogspot.sg/2010/02/geert-hofstedes-cultural-dimensions.htmlhttp//www.hraljournal.com/Page/18%20Lieh-Ching%20Chang.pdfhttp//weissnegotiation.com/wp-content/uploads/2010/04/Negotiating-with-Fgn-Busi_persons.pdfhttp//2vancouver.com/en/articles/cultural-differences-between-canada-japanhttp//www.termpaperwarehouse.com/essay-on/Cultural-Differences-Between-Japan-And-Canada/66039http//www.intercultures.ca/cil-cai/ci-ic-eng.asp?iso=jp